Global Marketing: Importance of Human Resource and Supply Chain Risk Management to Build a Successful Company from Global Marketing Perspective

Global markets are expanding rapidly. The term global marketing has been in use only since the 1980s. Before that decade, international marketing was the term used most often to describe marketing activities outside one’s domestic market. Global marketing is not just a new label for an old phenomenon; however, it also provides a new vision for international marketing. This paper mainly examines the organization’s internal management to coordinate their work and achieve certain goals or targets. This paper not only illustrates the challenges of developing and upholding strong trust in global human resource management from global marketing perspectives, but also the challenges that highlight how global marketers manage their global supply chain risk management. While global marketers comprises of members across different locations, cultures, and time, the highlighted challenges are overcome via two communication behaviours, such as cross-cultural communication and computer-mediated, which study describes the communication behaviours that might boost trust in global human resource management which may lead company to success. In today’s increasingly complex environment, risk adjusted supply chain management also focused in this research which can drive into improved financial performance and competitive advantage

Método de seleção de parceiros logísticos baseado em indicadores de desempenho para organizações virtuais

Tese (doutorado) - Universidade Federal de Santa Catarina, Centro Tecnológico. Programa de Pós-Graduação em Engenharia de Automação e SistemasCom o crescimento do mercado de consumo e a criação de novos produtos tem levado a um aumento na demanda pela contratação de provedores de serviços logísticos especializados. Quando os provedores logísticos trabalham dentro de um ambiente de redes estratégicas muito voláteis, como é o caso das organizações virtuais (OV), cresce sensivelmente o grau de dificuldade para selecionar os provedores mais apropriados para cada oportunidade de negócio que surge. Quando a produção dos vários membros de uma OV envolve a distribuição física de produtos e subprodutos, o processo de criação da OV demanda a seleção tanto de parceiros ditos industriais (responsáveis pela manufatura em si) como de parceiros ditos logísticos (responsáveis pela movimentação, armazenamento intermediário e transporte dos produtos). Porém, diferentemente das redes menos voláteis, como as cadeias de suprimentos tradicionais, os parceiros logísticos que irão compor a OV não são fixos, já que a seleção depende do tipo do negócio, do cliente e seus desejos/exigências, das legislações e regulamentações que regem o país ou a região tanto do cliente como das indústrias/empresas, dentre outras restrições. Assim, uma adequada escolha dos parceiros logísticos, assim como a necessidade de uma mais estreita colaboração entre os parceiros industriais e logísticos, passa a ser fundamental a fim de garantir que os requisitos gerais do negócioda OV sejam melhor atingidos. Observou-se na literatura pesquisada que praticamente todos os trabalhos sobre seleção de parceiros para OVs focam especificamente na seleção dos chamados parceiros industriais, desconsiderando a seleção dos parceiros logísticos, que complementam a composição da cadeia de valor. Se baseando numa abordagem de medição do desempenho, esta tese propõe um modelo de KPI (Key Performance Indicator) e um método de suporte à seleção dos parceiros logísticos mais adequados a uma dada OV, que usufrui da experiência dos tomadores de decisão para a seleção final. Uma das principais vantagens deste método é a sistematização de todo o processo de seleção de parceiros. O modelo de KPI é constituído por quinze indicadores estratégicos,que contempla não apenas a perspectiva intra-organizacional, como também a inter-organizacional.A sugestão dos parceiros se dá fundamentalmente através do cálculo do nível de colaboração, um conceito inédito desenvolvido neste trabalho, que avalia ponderadamente o desempenho de cada parceiro com base nos seus históricos. O trabalho é validado através de um protótipo computacional que implementa a proposta, avaliada junto a um grupo de especialistas nas áreas correlatas.With the growth of the consumer market and the creation of new products has led to an increase in demand for hiring specialized logistics service providers.When the logistics providers work in a very volatile strategic network environment, as is the case of virtual organizations (VOs), significantly increases the difficulty to select the most appropriate providers for each business opportunity. When the production of several members of an OV involves the physical distribution of products and byproducts, the process of creating the OV selects the industrial partners (responsible for manufacturing itself) and thelogistics partners (responsible for handling, storage and transport of intermediate products). However, unlike the less volatile networks such as the traditional supply chain, logistics partners that make up the OV are not fixed, since the selection depends on the type of business, customer and their desires / requirements of laws and regulations governing the country or region of both client industries / businesses, among other restrictions.Thus, an appropriate choice of logistics partners, as well as the need for closer collaboration between the industrial and logistics partners, becomes crucial to ensure that the general requirements of the business of OV are best achieved.It was observed in the researched bibliographythat virtually all work on selecting partners for OVS focusing specifically on the selection of so-called industrial partners, disregarding the selection of logistics partners that complement the composition of the value chain.Based on performance measurement, this thesis proposes a model of KPI (Key Performance Indicator) and a method to support the selection of logistic partners best suited to a given VO, which enjoys the experience of decision makers for the final selection. One of the main advantages of this method is the systematization of the whole process of selecting partners.The KPI model is composed of fifteen strategic indicators, which includes not only the intra-organizational perspective,as well as inter-organizational. The partner suggestion process is given primarily by calculating the level of collaboration, a new concept developed in this work, thoughtfully evaluating the performance of each partner based on their historical.The work is validated by using of a computer prototype that implements the proposed and evaluated with a group of experts in related areas

A virtual-community-centric model for coordination in the South African public sector

Organizations face challenges constantly owing to limited resources. As such, to take advantage of new opportunities and to mitigate possible risks they look for new ways to collaborate, by sharing knowledge and competencies. Coordination among partners is critical in order to achieve success. The segmented South African public sector is no different. Driven by the desire to ensure proper service delivery in this sector, various government bodies and service providers play different roles towards the attainment of common goals. This is easier said than done, given the complexity of the distributed nature of the environment. Heterogeneity, autonomy, and the increasing need to collaborate provoke the need to develop an integrative and dynamic coordination support service system in the SA public sector. Thus, the research looks to theories/concepts and existing coordination practices to ground the process of development. To inform the design of the proposed artefact the research employs an interdisciplinary approach championed by coordination theory to review coordination-related theories and concepts. The effort accounts for coordination constructs that characterize and transform the problem and solution spaces. Thus, requirements are explicit towards identifying coordination breakdowns and their resolution. Furthermore, how coordination in a distributed environment is supported in practice is considered from a socio-technical perspective in an effort to account holistically for coordination support. Examining existing solutions identified shortcomings that, if addressed, can help to improve the solutions for coordination, which are often rigidly and narrowly defined. The research argues that introducing a mediating technological artefact conceived from a virtual community and service lenses can serve as a solution to the problem. By adopting a design-science research paradigm, the research develops a model as a primary artefact to support coordination from a collaboration standpoint. The suggestions from theory and practice and the unique case requirement identified through a novel case analysis framework form the basis of the model design. The proposed model support operation calls for an architecture which employs a design pattern that divides a complex whole into smaller, simpler parts, with the aim of reducing the system complexity. Four fundamental functions of the supporting architecture are introduced and discussed as they would support the operation and activities of the proposed collaboration lifecycle model geared towards streamlining coordination in a distributed environment. As part of the model development knowledge contributions are made in several ways. Firstly, an analytical instrument is presented that can be used by an enterprise architect or business analyst to study the coordination status quo of a collaborative activity in a distributed environment. Secondly, a lifecycle model is presented as meta-process model with activities that are geared towards streamlining the coordination of dynamic collaborative activities or projects. Thirdly, an architecture that will enable the technical virtual community-centric, context-aware environment that hosts the process-based operations is offered. Finally, the validation tool that represents the applied contribution to the research that promises possible adaptation for similar circumstances is presented. The artefacts contribute towards a design theory in IS research for the development and improvement of coordination support services in a distributed environment such as the South African public sector

A Grounded Theory of Virtual Facilitation: Building Relationships with Virtual Team Members

The purpose of this study was to develop a deeper understanding of the issues facing virtual team facilitators as they implement and facilitate virtual teams. The study asked the following research question: How do facilitators of virtual teams build relationships with their virtual team members? Because virtual teams are a new form of highly dynamic and ambiguous collaborative interaction, a major challenge of this study was the need to generate relevant data and analyze it in an appropriate manner. To achieve this, a research framework involving a training program format was instituted based on methods developed in Action Learning (AL), with data collection and analysis based on grounded theory approaches (Glaser and Strauss, 1967). The AL-based 'virtual team facilitation' training program used in this study was designed to achieve the following three goals: to generate interest and incentive for would-be participants, to give participants information and skills to initiate and facilitate their own virtual teams, and to generate data for analysis. After being recruited, participants were broadly interviewed to determine their prior experience with virtual teams and their perceived needs and concerns in implementing and facilitating their own virtual team. The researcher then developed a ten-week training program to meet these needs. A pilot program and two subsequent training programs were held. During the training programs, each participant planned for, or actually initiated and facilitated a virtual team within their own organizational context. Every two weeks the participants met with the researcher to investigate issues related to initiating and facilitating virtual teams and to discuss issues that were arising in their own virtual teams. In all seven participants from a variety of New Zealand organizations took part in the study. The seven participants formed a diverse group, from the managing director of a one-man, global virtual organization who worked exclusively in global virtual team settings to a self-employed consultant managing a local virtual work team. The participants were in various stages of their virtual team lifecycle, from planning through initiation to full-scale facilitation and evaluation of a just-completed virtual team project. The participants' virtual team project tasks ranged from managing a political campaign on the other side of the world to developing and running a national web-based academic assessment center. A unique feature of this study is that it involves organizational professionals as opposed to students. Data was collected from face-to-face and telephone interviews, group discussions and e-mail correspondences. Data collection extended to several months beyond the end of the training sessions. Using grounded theory techniques, the data was analyzed using "a general method of (constant) comparative analysis". Data was collected and coded simultaneously over the course of the training sessions, with subsequent coding confirming, refining, extending and modify the data. The data showed very clearly that the facilitators considered it essential to build some level of personal relationship with their virtual team members before commencing a virtual working relationship. Further, a unifying framework of three inter-related theoretical steps in the overall process a virtual facilitator goes through when building relationships with virtual team members was inductively derived from this study. These three steps are Assessing Conditions, Choosing Level of Relationship, and Creating Strategies. This study is the first to identify the steps a virtual team facilitator undertakes when building relationships with virtual team members. It has implications for virtual team practice, research and training

Supporting Cooperation In A Virtual Organization

This paper describes the design of groupware for virtual organizations that share certain characteristics. First the concept of virtual organizations is introduced. Then our application partner, the "virtual" service company Sigma, and our empirical work at Sigma are described. The identified problems are categorized and discussed